In conversation with Mr. Gopichand Katragadda – Innovation in the economy
By UK India Business Council (UKIBC)
'A strong partnership can carve out opportunities in various areas' says Mr. Gopichand at a candid interview with Dr. Rakhi Rashmi, Barrister England and Wales,
Mr. Gopichand Katragadda, Chief Technology Officer at Tata Group
Dr. Katragadda will be responsible for technology at the group level and share his expertise in managing R&D operations, leveraging cross-company synergies, creating technology strategies for white spaces, and acting as an evangelist for innovation across group companies.
Prior to joining Tata Sons, Dr. Katragadda has served as Managing Director of the GE India Technology Centre, leading GE’s India technology team of over 5,000 engineers and scientists. In his 12 years with GE, based at the John F. Welch Technology Center in Bangalore, Dr. Katragadda built new technology teams, facilitated funding of cross-business innovation, championed the commissioning of new research labs, and helped create what is today GE’s largest integrated multidisciplinary R&D centre.
1. What do you see as the major innovation opportunities in each stage of the value chain, work architecture and future constructs of development in the UK-India collaborative universes?
There are major innovation opportunities in the areas of skill development, environment friendly technology and supply chain, fuelled by economic growth in India, a mature economic base in UK and technology prowess of both countries.
2. Given both countries want to grow their economies through manufacturing, and related sectors such as infrastructure, services etc. should we identify areas of common interest and come up with a plan to grow our industrial economies together?
We should definitely identify areas of mutual interest and chalk out an economic and technological growth plan. For example, building the Indian supplier base is of common benefit to both India and the UK since it supports the ‘Make in India’ programme while providing UK with a strong low cost supply base for its increasing demands. Development of smart cities in India is another area where there is great interest for both countries since it facilitates infrastructural investments and creates new skill hubs.
The ideal plan should explore collaboration from design to development and further leading to production. PPP should also be explored as a possible route for bilateral technology collaborations.
3. What is the best way for developing this interaction/dialogue to its next stage happen?
The various UK and Indian organisations have to work together and require continual engagement through the year to take the ideas to fruition. For example, the UKTI, UKIBC, SIN are coordinating with CII, GITA and others to organise a ‘Vision Workshop’ that would help identify R&D and technology requirements for both countries and help decide the way forward. Strong involvement from industry as well as academia is essential for the success of any effort.
4. What infrastructure mechanisms could we share or exchange to make a real difference?
India has strong simulation expertise, change orientation and cost and productivity consciousness. India also has a growing idea eco-system for innovation.
UK, on the other hand, has very hands-on engineering capabilities and has a strong execution and quality focussed mind-set. UK’s knowhow in program management, quality management, risk mitigation, design engineering and system engineering, would help Indian businesses in capability building.
5. What emerging economic opportunities in each country can we address in partnership?
A strong partnership can carve out opportunities in various areas. Some of the noteworthy areas are materials technologies, additive manufacturing, alternative fuels, hybrids, digital manufacturing and infotainment.
6. What should the role of governments be in this interaction?
The governments should facilitate efficient and easy movement of workforce between India and UK. There is already strong mechanisms of R&D funding between the two countries but the governments can create more visibility around these mechanisms.
